How do you manage conflicting feedback from multiple stakeholders in a remote video production project?

Conflicting feedback is usually a sign of a lack of vision. There are really only two roads, build an option for each stakeholder, or go upstream, and present a solution that solves the root problem. In my experience, doing that with confidence, although risky, can lead to breakthroughs, which the other path can never lead to. In the end, if you can afford to build all options that are being asked for, alongside a new solution that no one is asking for, you continue to prove your value as a thought leader, and not just everyone’s “hands.” Learning how to take calculated risks in ways that build up team members, elevate the project, and solve problems is the harder, but necessary way in situations where feedback is conflicting.

Before diving headfirst into the editing suite, it’s essential to comprehensively gather feedback from all stakeholders. In my experience, setting up a clear system where each person can voice their thoughts is crucial. Whether it’s through a shared document, a video conference call, or a structured feedback form, having all input centralized allows you to review and compare different viewpoints. This process helps in identifying common themes as well as areas of conflict, laying the foundation for understanding the broader consensus and highlighting the points that will need careful negotiation or compromise.

Once all feedback is gathered, the next step is to prioritize the needs of each stakeholder. Not all feedback will carry the same weight; some will be critical to the project’s success, while other suggestions might be more flexible. I typically categorize feedback based on its impact on the project’s goals, the feasibility of implementation, and the hierarchy of stakeholders. By prioritizing needs, you can focus on what truly matters and make decisions that align with the project’s overall objectives while managing expectations.

Not sure who needs to read this, maybe all of us need this reminder every once in a while (I know I do) — In prioritizing needs, sometimes the “project need” can get buried or overshadowed by personal ambition (guilty) or tangental ideas born on the way to the goal. The best projects are when everyone can successfully de-prioritize their own (needs) for the sake of the project needs. When teams do this together, the priorities reveal themselves, sometimes to the leas suspecting members. The best leaders know how to listen to the needs of the project, usually heard by someone other than them. Going “where the pain is” reveals what the priorities should be, and if it’s good pain, then everyone is growing, and should keep going.

Clear and consistent communication is vital when managing conflicting feedback. In my experience, I’ve found it helpful to set up regular check-ins with stakeholders to discuss how their feedback is being addressed. This openness ensures that everyone feels heard and keeps the lines of communication flowing. When conflicts arise, I make it a point to explain why certain decisions are being made and how they align with the project’s goals. This transparency helps in maintaining trust and minimizing misunderstandings.

No decision making, no clarity: Imagine you are in a foggy harbor, in a fleet of ships. You can’t stay still, because the food you are transporting will go bad. In order to navigate together, through the fog is to yell out to each other, to not collide, while making your way toward the destination. Collaboration is like that. Clarity is a byproduct of making decisions: we are going “here” and “I’ll approach from here” and “you approach from there” No decision, no clarity. No communication, no guarantee you won’t collide with each-other in the fog. It’s all about getting there on time, and being clear about the space you occupy together, and sharing resources and understanding along the way. Clarity isn’t automatic, but fog is.

If you’re reading someone’s response about setting boundaries on LinkedIn, it’s probably because you are struggling with setting boundaries and are in the midst of a situation where you wished you had set good boundaries and didn’t. The times I’ve been overextended is when I was hired by a mouse to make a cookie, and sometimes a mouse ask for more before the cookie is done. The problem isn’t the mouse, it’s me. Boundaries are limits. So, if we are being stretched too far, then: 1. celebrate that you are in new territory 2. Mark where your new limit is/was, so that 3. Next time you can promise that, and just deliver. Until you deliver the cookie, don’t make any more promises, or entertain that kind of mouse beyond their welcome.

One of the hardest lessons I’ve learned in remote video production is the importance of setting boundaries. While it’s crucial to be open to feedback, it’s equally important to define the scope of changes that can be realistically implemented. I make sure to communicate these boundaries clearly to stakeholders early in the process, outlining what is feasible within the project’s timeline, budget, and creative vision. Setting these limits helps prevent the project from becoming overwhelmed by endless revisions and keeps the production on track.

After prioritizing and communicating with stakeholders, it’s time to implement the changes. I always approach this phase methodically, focusing first on the high-priority feedback that aligns with the project’s goals. It’s important to document the changes being made and to keep stakeholders updated on the progress. This ensures that everyone is aware of how their feedback has been integrated and reduces the likelihood of surprise disagreements later in the process.

Finally, I always recommend a collective review session after implementing the changes. This can be done through a video conference or a collaborative review platform where all stakeholders can see the revised version and provide any final thoughts. In my experience, this step is invaluable for ensuring that everyone is satisfied with the final product and that any last-minute concerns are addressed before the project is finalized. Reviewing together fosters a sense of collaboration and ensures that the final output is a true reflection of the collective input.